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Most people adopt something as the basis (or pivotal point) of their life – spouse, family, money, church, pleasure, friends (and, in a perverse way, enemies), sport, etc. To identify the end, and to formulate one’s route or strategy to achieving that end, Covey maintains the need for a ‘principle-centred’ basis to all aspects of life. It depends on control, guidance, and rules. Management, on the other hand, is about efficiency – how best to accomplish the vision. It calls for direction (in every sense of the word), purpose, meaning, and sensitivity. Leadership is about effectiveness – the vision of what is to be accomplished. When pro-active people make a mistake, they not only recognise it as such and acknowledge it, they also correct it if possible and, most importantly, learn from it.
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Those who allow their feelings to control their actions have abdicated responsibility and empowered their feelings. Pro-active people recognise their responsibility to make things happen. Covey breaks down the work responsibility into two parts: response(especially choosing a response) and ability. Pro-active people are responsible for their own lives. Your success as a leader depends on you celebrating what’s been done well, staying present to what the team is doing now, and looking ahead to what you’ll need to lead far into the future.Covey’s 7 habits of highly effective people Habit 1 – Be Pro-active.Ĭovey distinguishes between pro-active people – people who focus their efforts on things which they can do something about – and reactive people, who blame, accuse, behave like victims, pick on other people’s weaknesses, and complain about external factors over which they have no control (for example, the weather). Think ahead when it comes to changes in the market and shifting industry trends.
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Think ahead when it comes to needs of the team. Be proactive. Think ahead when it comes to customer’s needs.Do what you desire now before you find yourself looking for “someday.” Be a model for the work-life balance or well-being you wish to see in those you lead. Remember ‘Someday’ is not a date on the calendar. Leaders who overload and procrastinate often say they’ll get to a task “someday.” Leaders who live through their jobs with no life in sight may think they can focus on family “someday.” But that day does not have a place on the calendar and never arrives.Begin with the end in mind means setting the team up for success from the start. The team can’t help you drive toward those goals unless you share not only the target, but the resources, authority, skills, tools, and expectations for the journey. Begin with the end in mind. We know there is value in setting and having goals, but the greater value is in leading those goals to fruition.If that is ignored, it will be difficult to get the job done. The blades can be sharpened through classes and trainings. Sharpen the saw. What are you doing daily to develop your character, confidence, skills, or relationships with those you lead? Are you doing things to support their efforts for growth or are you asking people to work long hours without recognizing their needs and desires to learn grow professionally and personally.If you seek to recognize the differences, no one will be difficult. It’s one thing to know we’re different but quite another to seek to understand the differences in others. Seek first to understand those you lead. We all have different personalities and preferences, much like what is outlined in my book Make Difficult People Disappear.Thus, it’s people that matter most and make all the other things leaders focus on, necessary. They do, however, show up in your customer comments, office morale, and ongoing motivation. Focus on what matters most. People produce profit but they don’t show up on the P and L.Do your best to avoid the ‘crazy busy’ mentality. Value the important over the urgent. Running around like your hair is on fire keeps you focused on running and not completing what is most important.How do you apply his lessons to leading others? Here are seven ways to be a more highly effective leader, as taught by Dr.